Human Resource Training and Development Policies and Practices as a Motivating Tool for Staff Retention

Introduction

For the human resource manager, the resource that they are dealing is the human capital. The workforce can be the key people in the organization that are very essential, and playing different work related that are needed in the success of the company. The human capital is the kind of investment that cannot be deteriorate but needs proper care. The proper compensation and benefits are only few for the necessary needs of the people and there is no depreciating value that can equal in their skills. In fact, the human capital cannot depreciate and the company is looking forward to increase their skills and knowledge through the different training and development, which should be also appropriate in their position.

Background and Problem Statement

The training and development in the human resource definitely contributes in the success of every institution. The appropriate application of the HR strategies can be the overall strategies of the organization. Beside from the training and development programs being offered by the HR managers, there are other motivational tool that can help in enhancement of the employee’s skills and performance that can lead to the retention. However, different training and development policies and practices invigorate the idea of making it as a motivating tool for the retention of the valuable employees.

Research Objectives

The objectives of the study are divided into two which centers in the main topic of the study. The first objective is to determine applied human resource training and development policies and practices that serve as a motivating tool in the retention of the employees. Second objective is to create various suggestions that the other organizations’ human resources department can apply as their own strategy.

Research Questions

The study recognized the need of the different organization in providing the applicable training and development for their employees. The questions are provided to be the guide of the study in meeting the objectives.

1. What are the common objectives of the organization in focusing for the development and enhancing the performance of the employees?

2. What are the views of various HR in applying the training and development in their system?

3. What are the other approaches that the HR manager applied for the purpose of retention?

Literature Review

Part of the business strategy of an organization is to produce a talent that is suitable in their nature of business (Hornsby and Kuratko, 2005). Organizations included the training to reward some staff for the motivational and staff-retention purposes. From the simple approach of the HR in the recruitment and hiring, they are also taking the part in terms of compensation and rewards that can motivate each employee (Schuler, 2004). The business community is bound to compete in the business arena and therefore they are looking forward to construct a good relationship among their employees. From the compensation and insurance package, there are rewards and interesting work that can attract the quality of environment in the purpose of the organization in meeting the challenges. The employee retention is important for both employees and business leaders and therefore, the chances to acquire the valuable employee are at stake (Struyk, 2003). Active employees and other staff are incorporated in the organization different agenda. It is an advantage for the organization to retain their employees for there is no need for another orientation, briefing, and initial training. On the other hand, the employee is also benefitted in the organization’s action for they can feel the security in their employment status and securing their future. Because of the retention policies, the employees are encouraged to give their best performance in terms of efficiency and productivity. In the changes and challenges in the globalization, the employees’ expertise can endure the different impact and can even create different strategies (Kwong and Miscevic, 2002).

Methodology

The applied method in the study is the use of secondary information from the leading companies. The secondary information allows the current study to create its own in-depth analysis and point of view regarding to the best human resource practice and policies in the employee retention of their organization. In addition knowing the objectives of different companies can be the foundation of the human resource managers’ action in terms of staff retention.

Conclusion

A competitive organization is always looking for the people who can keep and sustain the competitiveness of the organization in the business arena. And the human resources and the managers play a specific role in indentifying the appropriate people that can carry all the challenges with confidence.

References:

Hornsby, J and Kuratko, D (2005) Frontline PR: a Handbook for the Emerging Manager, Thompson, Crawfordsville, IN

Kwong, P and Miscevic, D (2002) ‘Globalization and Hong Kong’s Future’, Journal of Contemporary Asia, Vol. 32, No. 3

Schuler, RS (2004) International Human Resource Management: Policies & Practices for the Global Enterprise, Routledge, New York

Struyk, R., (2003) Motivating Staff for Higher Productivity and Increased Retention, Accessed 26 Feb 2010, from, http://unpan1.un.org/intradoc/groups/public/documents/apcity/unpan007811.pdf